How to build a culture of engaged employees (P6)
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Presented at NCVO's 2015 Evolve Conference by: - Cathy Brown, Executive Director, Engage for Success - Will Davies, Director - Human Resources, Teach First. Practical advice on how to engage staff, and an outline of the benefits that it can have for your organisation. https://www.ncvo.org.uk/training-and-events/evolve-conference
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How to build a culture of engaged employees (P6)
- 1. SPEAKERS: CATHY BROWN, EXECUTIVE DIRECTOR, ENGAGE FOR SUCCESS WILL DAVIES, DIRECTOR – HUMAN RESOURCES, TEACH FIRST FACILITATOR: LAI-HAR CHEUNG, HUMAN RESOURCES MANAGER, NCVO P6: HOW TO BUILD A CULTURE OF ENGAGED EMPLOYEES
- 2. Building a culture of engagement Will Davies – HR Director 15th June 2015
- 3. Our Vision
- 4. Cultural Snapshot Factors Cause Effect Cultural Factors Passion for Vision Highly engaged employees High Performance Pursuit of excellence Supportive Low levels of challenge Entrepreneurial Process aversion Sense of urgency Fast paced Capacity Challenges Wellbeing concerns Relatively high turnover Organisational Momentum Short-term focusAmbition General Organisational Factors Average age of 30 Inexperienced line managers Geographical Dispersion Risk of disconnection Diversification of activity Risk of reduction of clarity Tough funding climate Ever growing requirement for resourcefulness Average tenure of 3.5 years Loss of organisational knowledge
- 5. Why is our culture important At Teach First, we are passionate about what we do. United in our belief that educational disadvantage is wrong, this is what drives us to aim high and strive for excellence. Our shared motivation has already driven us to achieve great things. Working in collaboration with our partners we have changed the lives of thousands of pupils, but there is still so much more to be done. We remain committed to working ever harder to close the gap in achievement, access and aspiration between the UK’s poorest and wealthiest children. We are proud of our work and approach it with positivity, energy and enthusiasm. Guided by our values, we feel empowered to make and challenge decisions in order to deliver the best results. We trust our colleagues’ integrity and this gives us the freedom to work in a way that suits our individual roles. We are rewarded for the impact we make, not the hours we work. We are supported to create opportunities for personal development and lead our career progression. We all share a sense of urgency in relation to our vision and believe that together we can, and will, make change happen.
- 6. Times Top 100 Journey TT100 Category 2011 Rank 2012 Rank 2013 Rank 2014 Rank Overall Position 32 39 11 10 My Manager 17 17 3 3 Leadership 16 14 6 4 My Company 7 21 3 2 Personal Growth 25 51 10 1 My Team 4 12 3 1 Fair Deal 40 10 4 3 Giving Something Back 5 11 7 7 Wellbeing 83 101 34 47
- 7. My Manager – linking organisational goals to individual objectives
- 8. Overall TF Wellbeing Dashboard WELLBEING INDICATORS - DASHBOARD TF Overall 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Execution Alignment Employees wishing to stay at Teach First for next 12 months 65% 70% 70% 58% 84% 70% 54% 74% 45% 66% 85% 68% 45% 84% 74% 61% 82% 66% Target ER Ops Pgm Regions TF Overall % Positive responses from Pulse Survey 0 1 1 2 2 3 3 3 0.6 0.8 1 0.8 0.8 # of MissionEnagement Days taken 0.0 1.0 2.0 3.0 4.0 5.0 6.0 1.3 5.4 2.7 0.9 2.1 Average #sick days taken (rolling 12 months) 0 100 200 300 400 500 600 570 27 35 158 92 317 # of training events signedup to 10% 13% 15% 18% 20% 23% 25% 28% 30% March April May June July Aug Sept Oct Nov Dec Jan Feb Employee Turnover Upper Limit TF Overall
- 9. Times Top 100 Journey TT100 Category 2011 Rank 2012 Rank 2013 Rank 2014 Rank 2015 Rank Overall Position 32 39 11 10 22 My Manager 17 17 3 3 8 Leadership 16 14 6 4 8 My Company 7 21 3 2 12 Personal Growth 25 51 10 1 10 My Team 4 12 3 1 3 Fair Deal 40 10 4 3 5 Giving Something Back 5 11 7 7 12 Wellbeing 83 101 34 47 57
Editor's Notes
- Want to know how well a child will do at school? Ask them how much their parents earn! In the UK, household income is the most significant factor determining pupil achievement - what does this look like? I’d like to share some thoughts and practical applications on the role that culture has played in our approach and more specifically how we have charted our progress to breaking in to the top ten employer – top ranked national charity Going to start by spending a couple of minutes talking about what we do and the impact this has on our culture.
- There is a huge problem in the UK, the gap between the educational opportunities for children from challenging backgrounds and their wealthier peers is larger in the UK than in almost any other developed country – us and the US tend to vie for bottom spot. This is at the macro level and drives the importance of what we do, at the micro level when you go and spend time with the kids in the schools we work with and see the potential that is unlikely to be realised this really drives the urgency. Teach First exists to change this. Our vision is to fundamentally change the UKs education system – working with and alongside others! This is a hugely stretching vision and generates a really high level of organisational momentum – TF has grown rapidly in the 12 years it’s existed, we started by recruiting 186 teachers in 2003 and we’re now the biggest graduate recruiter in the UK, recruiting just under 1500 new teachers this year and will grow again to 2,000 next year. This creates a particular type of culture – more on this shortly.
- The first 10 years were about (crudely speaking) building the slick machine that recruited, trained and supported great teachers in their initial 2 years and beyond as alumni or ambassadors Research showed us the need to change our approach to hit our vision which resulted in new aspects to our strategy Resulted in an interesting organisational shift moving in a lot of areas from control to influence And an internal restructure led to a shift in the balance of power from the centre to regions When I started 4.5 years ago we had ~100 employees, revenues of £11m and had 4 offices Now we have ~ 450 employees (likely to be 530 this time next year), revenues of £60m and 10 offices Typically we grow at roughly 30% a year, this does mean a great level of organisational momentum but it does place a strain on teams and it clearly poses challenges for us as an HR team, particularly when combined with our t/o rate of 20% - this means we do the recruitment of an organisation of about 1500 people So what does that all mean? These factors create a fairly unique culture, which is where I start in thinking about HR plans Key drivers of our culture are the sense of urgency and ambition – which really dominate the organisation, they demand that all employees who join are passionate about our vision, strive for excellence and typically are entrepreneurial in their outlook. This in turn means that we have highly engaged employees and have achieved big things over the last 12 years – it does in turn present some key challenges – particularly relating to wellbeing and capacity.
- Culture gives us the best chance to break the link between family income and educational opportunity – Our goal is to eradicate this link– this is a huge target but one we believe is achievable! We will only make it happen by ensuring that we have the right people with the right beliefs History of the culture statement
- QQ – who does Ee surveys? – learned anything you didn’t already now? However they are very useful tools to influence the organisation and to benchmark progress. We use two main surveys, the STT100 annually and we’ve been lucky enough to be supported to run the McKinsey OHI survey bi-annually and supplement with a quarterly people pulse survey – Summary of our TT100 placing over the last 4 years
- Key advantage for the charity sector Clear vision and passionate vision aligned employees Clear cascade of objectives Direct line of sight from objectives to organisational vision Equips line managers to empower teams Not rocket science Also supporting and developing LMs Big challenge for HR team, inexperienced LMs (avg age of 30) Coaching and upskilling; intro to management CIPD, TFME, Engaging Leaders Cass
- Strengths: Alignment – this is the extent to which employees feel comfortable with the culture, direction and leadership at TF Drivers – Passion for vision and perceptions that roles contribute to it - Supportive team environment, open and honest feedback culture - Engagement with talent development offer - Department specific reward and recognition plans This has contributed to the reduction in the employee turnover rates (reduced from 30% 2 years ago), although is contradicted by the leading indicator of employees who wish to stay for the next 12 months Development areas: Execution – the extent to which employees believe that our systems and processes support effective working, particular area of focus for Regions and Ops
- We’re a long way from getting it right!